Different job/position within the same level or grade
The Institute encourages lateral movement. It is essential that we develop and utilize our employee talent optimally and cross-train employees so that they may continue to add value to the organization. It is also highly beneficial to individual employees, as lateral movement broadens their base of knowledge and enhances their professional growth potential.

An employee's lateral move may occur within their current department or be a move to a new department. Not all lateral movement warrants a salary adjustment. For example, where the new position is clearly at the same level of responsibility as the position the employee is leaving, no increase would be warranted. Nor should an adjustment be given if there is an increase in the volume of the work but responsibilities of the position essentially remain the same.

When it is determined that the position the employee is transferring to requires new and/or additional skills, and is more complex than the position the employee is transferring from, an increase may be appropriate. The hiring manager/department administrative officer should be able to articulate what those new skills are, and/or how the particular complexities of their department are different from those of the department the employee is transferring from. This is important so that, if necessary, the logic of the decision can be made clear to others. For example, a change in scope may mean that the employee's prior position did not include financial and budget responsibilities, but in the new position these responsibilities are a regular part of the job/position.

Equity should also be taken into consideration when an employee is making a lateral move. The transferring employee's current salary should be compared to salaries of those in his/her new peer group and an increase may be warranted, depending on the circumstances.

Consideration should be given to the following factors when determining whether an employee should receive an increase for a lateral move. These factors should also be considered when determining the amount of the increase.

• Knowledge,Skills & Expertise
  Are the skills and knowledge that an employee brings to the new job/position significantly greater than what others might bring?
  
  How much value does the employee's previous experience add to the new role?
  
  Is this combined skill set of greater value than a single skill set of a typical incumbent?
  
  Consider also the perspectives and maturation gained from multiple, diverse workplace experiences.
  
  
• Collaboration
  Will the employee be expected to work with/seek consensus from considerably more internal/external constituents, and are they of a higher level than those he/she currently collaborates with?
  
  
• Communication Effectiveness
  Will the level of communication (both written and oral) be higher; i.e. ability to interact with others, develop factual and logical presentations of one's ideas, adapt to listener/audience styles?
  
  
• Influencing and leading
  Will the employee be expected to negotiate, set his/her own standards and goals, and/or manage or coach (either formally or informally) at a higher level than in his/her current position?
  
  
• Critical thinking and problem solving
  Will the issues in the new job/position require a higher level of analysis, innovative/creative thinking, and ability to adapt to or modify established approaches to find and implement solutions?
  
  
• Responsibility and accountability
  Will the impact of decisions and/or their level of consequence be greater in the new position?
  
  Has the level of independent action and autonomy increased?

Managers or the appropriate department administrative officer may consider whether providing a pay increase, typically up to 5%, is appropriate when an employee is moving into a new position within the same level or grade. In all cases, managers or the appropriate department administrative officer should consult with their Human Resources Officer for guidance in making an informed decision. No commitment should be made to employees regarding salary prior to having a conversation with Human Resources. Where required, approval from the designated senior officer must be obtained to ensure that established channels within a department or school are followed.

effective August 1, 2001